My future plan is to use this blog post as a reminder of the key insights that I hope to review periodically so I can test out these insights.
Creating this theories of action post helped me focus on the most relevant insights of that theory and will provide me with concrete steps that I can take to apply the theory.
http://mentormatch.wordpress.com/2014/10/29/theories-of-action-being-a-leader/
In the blog post link posted below, you will find my theories of action based on the different theories of leadership that I have learned about. The theories of action are sentences written in the format of if then statements. The if portion consists of certain key insights that I have gained and would like to experiment with in actual practice and the then part is my hypothesis of the expected consequence that will result.
References
Avolio, B.J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly 16, 315–338.
Avolio, B. J. (2011). Full range leadership. In Full range leadership development. (2nd ed., pp. 49-75). Thousand Oaks, CA: SAGE Publications, Inc. doi: http://dx.doi.org.uproxy.library.dc-uoit.ca/10.4135/9781483349107.n6
Hoefs, L. & Wilhelm, J. (2014). Michigan Leadership Studies [PDF document]. Retrieved from: http://padlet.com/yad_thind12/uoitleadership/wish/35594570
Santarelli, G. (2014). Difference between theory x & y leaders [PDF document]. Retrieved from: http://padlet.com/yad_thind12/uoitleadership/wish/35595303
Seyranian, V. (2010). Contingency theories of leadership. In J. Levine, & M. Hogg (Eds.), Encyclopedia of group processes & intergroup relations. (pp. 152-156). Thousand Oaks, CA: SAGE Publications, Inc. doi: http://dx.doi.org.uproxy.library.dc-uoit.ca/10.4135/9781412972017.n48
Avolio, B.J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly 16, 315–338.
Avolio, B. J. (2011). Full range leadership. In Full range leadership development. (2nd ed., pp. 49-75). Thousand Oaks, CA: SAGE Publications, Inc. doi: http://dx.doi.org.uproxy.library.dc-uoit.ca/10.4135/9781483349107.n6
Hoefs, L. & Wilhelm, J. (2014). Michigan Leadership Studies [PDF document]. Retrieved from: http://padlet.com/yad_thind12/uoitleadership/wish/35594570
Santarelli, G. (2014). Difference between theory x & y leaders [PDF document]. Retrieved from: http://padlet.com/yad_thind12/uoitleadership/wish/35595303
Seyranian, V. (2010). Contingency theories of leadership. In J. Levine, & M. Hogg (Eds.), Encyclopedia of group processes & intergroup relations. (pp. 152-156). Thousand Oaks, CA: SAGE Publications, Inc. doi: http://dx.doi.org.uproxy.library.dc-uoit.ca/10.4135/9781412972017.n48